Projet de thèse en Sciences de gestion
Sous la direction de Frédéric Fréry.
Thèses en préparation à Paris 10 , dans le cadre de Ecole doctorale Economie, organisations, société (Nanterre) , en partenariat avec Je2478 ceros (laboratoire) depuis le 12-01-2010 .
My dissertation investigates thus the empirical foundations of dynamic capabilities, and how managers do strategize to ensure firm’s evolution in a changing environment. To do so, I consider the concept developed by Teece et al. (1997) and Teece (2007)) as a process of strategy making. Indeed, while most of researches focusing on dynamic capabilities are interested in the nature and the content of these firms’ abilities, they tend to forget the link with their final objective. Yet, both industrial economic school and the RBV approach well emphasize the ability to achieve a sustained competitive advantage. Firms’ strategy should aim at gaining competitive position through the building of sustainable advantage vis-à-vis rivals. Therefore, I illustrate in my dissertation that the ability of firms to sense opportunities and threats (understanding firm’s relative positioning), seize opportunities (making strategic choices), and reconfiguring the firm’s asset base (implementing strategy) results in a dynamic process of strategy making to ensure firms’ performance over time. If dynamic capabilities have to find an empirical resonance, whatever it is for scholars or practitioners, I argue that it is necessary to re-embedded them into competitive dynamics.My empirical findings, drawn from a longitudinal study of a pharmaceutical/biotech MNE involved in a strategic development in China, show that strategy fitness results from a complex integration of strategic temporal structures into the present to allow a dynamic resources allocation. Moreover, this study uncovers that the embeddedness of firm’s strategy into activities addresses the need of co-evolutionary processes underlying firms’ competitive advantages. The alignment processes between the pace of environment and the internal dynamic of firms is very likely positively associated with firm performance and evolution. I further argue that this ability relies on decision makers who are ambidextrously able to integrate several ethical logics – the core competence of mediation.
The momentum of strategy capability : a process perspective of dynamic capabilities
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